The interviewee has been a supervisor in a hospital with a 300-bed capacity for 12 years. The location of the hospital was not indicated to protect the professional’s privacy. She works in the Infusion Department and oversees the performance review of all department workers. The concept of performance management guided the interview – it is a tool for managers to structure how employees’ work is evaluated (Schleicher et al., 2019). Performance reviews have to include specific goals and standards, and the concept provides methods to grade, appraise, and discuss performance quality with workers.
The interviewee’s description of the department’s management system reveals several approaches. The supervisor describes four ways of assessment, the first being self-evaluation. It is stated that all employees complete a survey about their performance annually, answering questions using an online platform. Self-assessment is the basis for additional training, skills review, quality of care, and more. The interviewee notes that supervisors do not always agree with the nurses’ answers but provide feedback based on the survey results. Self-reviews can be effective for developing professionals’ ability to appraise their own skills and reflect on their weaknesses and strengths (Schleicher et al., 2019). At the same time, the department’s managers provide a balanced response to surveys by appraising them and communicating with nurses (Schleicher et al., 2019). As a result, the system is practical for evaluating care quality and supporting an open dialogue between employees and supervisors.
Another step that increases effectiveness is including a peer review in the process. As a result, managers engage all professionals and enhance their communication and leadership strategies during the assessment. Additionally, peer reviews are used after a staff member goes through training to see whether the program was effective and has led to new skill acquisition. This initiative is particularly interesting as it may increase employees’ commitment to personal growth and develop a sense of group responsibility (Heinen et al., 2019). The interviewee talked about case-based training during nursing skills fairs, which happen four times per year. The fairs’ duration and content are not discussed, but the lack of regular programs lowers the system’s effectiveness in helping nurses grow professionally.
The focus on self and peer review is among the factors contributing to the chosen management approach’s strengths. The limited role of supervisors contributes to employees’ autonomy and supports their internal motivation to improve (Awan et al., 2020). Furthermore, it creates a culture where talking about issues and personal achievements is viewed positively, allowing workers to explore their performance on their own. At the same time, the interviewee notes that not all staff members are comfortable with peer review due to the fear of speaking up. Such anxiety may lead to inadequate feedback and unfair reviews (Awan et al., 2020). The supervisors may not be aware of problems that employees are hesitant to report, which can increase patient health and care quality risks.
The evaluation of the performance management system at the selected department reveals two issues that require addressing. The first is the lack of training for workers to work on their weaknesses, as identified during an evaluation. Nursing skills fairs take place too rarely to assist nurses in professional development adequately. The hospital should consider creating a program to help nurses complete online or offline training based on their performance reviews. More learning opportunities can teach nurses about communication, leadership, and professional skills (Kerr et al., 2020). Second, the issue of inadequate peer reviews can be solved by using a structured survey or questionnaire and allowing peers to provide feedback without the supervisor’s presence.
References
Awan, S. H., Habib, N., Shoaib Akhtar, C., & Naveed, S. (2020). Effectiveness of performance management system for employee performance through engagement. SAGE Open, 10(4), 1-15. Web.
Heinen, M., van Oostveen, C., Peters, J., Vermeulen, H., & Huis, A. (2019). An integrative review of leadership competencies and attributes in advanced nursing practice. Journal of Advanced Nursing, 75(11), 2378-2392. Web.
Kerr, D., Ostaszkiewicz, J., Dunning, T., & Martin, P. (2020). The effectiveness of training interventions on nurses’ communication skills: A systematic review. Nurse Education Today, 89, 104405. Web.
Schleicher, D. J., Baumann, H. M., Sullivan, D. W., & Yim, J. (2019). Evaluating the effectiveness of performance management: A 30-year integrative conceptual review. Journal of Applied Psychology, 104(7), 851-887. Web.